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PRINCE2 P3O Foundation Project Office2013 Exam Sample Questions (Q46-Q51):
NEW QUESTION # 46
Which information should a Business Case for a P3O provide?
- A. Appointed Head of P3O
- B. Reasons why any form of P3O is needed
- C. Processes to be implemented by the P3O
- D. Roles of the staff working in the P3O
Answer: B
Explanation:
The P3O Foundation (2013) manual specifies that a Business Case for a P3O should provide reasons for its need. Section 4.2.2 states, "The Business Case must articulate the reasons why any form of P3O is required, including the benefits and justification for investment, to gain senior management approval." This contrasts with staff roles (B), processes (C), or the Head's appointment (D), which are implementation details. The
2013 edition emphasizes this justification as the core purpose, ensuring strategic alignment and resource commitment. This approach secures buy-in and supports the P3O's establishment.
Reference: P3O Foundation (2013) manual, Section 4.2.2, AXELOS.
NEW QUESTION # 47
Which factor will NOT influence the size of a P3O?
- A. Number and type of functions it will deliver
- B. Training requirements for its members of staff
- C. Size of the programmes and projects it will support
- D. Budget of the programmes and projects it will
Answer: B
Explanation:
The size of a P3O, according to the P3O Foundation (2013) manual, is influenced by factors such as the number and type of functions (A), the size of programmes and projects (B), and the budget available (C), as these directly impact resource and structural needs. Section 5.2.1 states, "The size and complexity of a P3O are determined by the scope of functions, the scale of supported programmes/projects, and the allocated budget." However, training requirements for staff (D) do not directly determine the P3O's size but rather its operational capability and efficiency post-establishment. The 2013 guidance focuses on structural and financial factors for sizing, with training addressed as a support function (Section 7.4) to enhance skills, not as a size determinant. This distinction ensures the P3O is scaled appropriately to its strategic role, not its training needs.
Reference: P3O Foundation (2013) manual, Sections 5.2.1 and 7.4, AXELOS.
NEW QUESTION # 48
Which should be documented in a Blueprint?
- A. Benefit Profiles for individual benefits to be delivered by the P3O
- B. Transition plans for the implementation of business change into business as usual
- C. Need for Business Cases for mission-critical programmes to be reported to the Portfolio Board
- D. Actual Highlight Reports issued by individual projects
Answer: B
Explanation:
The Blueprint should document transition plans for implementing business change into business as usual, according to the P3O Foundation (2013) manual. Section 4.3.3 states, "The Blueprint includes transition plans detailing how business change will be embedded into business as usual, providing a roadmap for implementation." This differs from Benefit Profiles (A), which are specific to benefits realization, Business Case needs (C), which are strategic inputs, and Highlight Reports (D), which are operational updates. The
2013 edition emphasizes the Blueprint's role in planning structural and process changes, ensuring smooth integration. This supports the P3O's implementation lifecycle.
Reference: P3O Foundation (2013) manual, Section 4.3.3, AXELOS.
NEW QUESTION # 49
What technique provides the benefit of checking the quality of the decision-support information being provided to the P3O?
- A. Capacity planning for resource management
- B. Business process swimlanes
- C. Management dashboards
- D. Gated reviews
Answer: D
Explanation:
Gated reviews provide the benefit of checking the quality of decision-support information, according to the P3O Foundation (2013) manual. Section 7.3.2 states, "Gated reviews offer an independent assessment to verify the quality and reliability of information used for P3O decision-making, ensuring governance standards are met." This contrasts with business process swimlanes (B), which map processes, capacity planning (C), which manages resources, and management dashboards (D), which visualize data. The 2013 edition highlights gated reviews as a key assurance technique, supporting P3O's role in maintaining high-quality decision support. This process enhances strategic alignment and risk management.
Reference: P3O Foundation (2013) manual, Section 7.3.2, AXELOS.
NEW QUESTION # 50
Which is an important factor when working in a distributed model?
- A. Functional roles work in the same location
- B. Use of sophisticated tools and techniques
- C. Effective use of information portals
- D. Staff physically co-located to ensure team cohesion
Answer: C
Explanation:
The P3O Foundation (2013) manual identifies effective use of information portals as a key factor in a distributed model. Section 5.3.1 states, "In a distributed P3O model, effective use of information portals is crucial to facilitate communication and coordination among geographically dispersed teams." This contrasts with co-location (B), same-location roles (C), or sophisticated tools (D), which are impractical or less critical in distributed settings. The 2013 edition emphasizes technology's role in overcoming distance, ensuring consistent information sharing. This supports efficient collaboration and governance in decentralized structures.
Reference: P3O Foundation (2013) manual, Section 5.3.1, AXELOS.
NEW QUESTION # 51
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